APM Project Management Fundamentals Qualification (PFQ) Exam Preparation

  • 3 days Duration
  • MDV1078 Course Code
  • Virtual Instructor-led Delivery Method
  • send to printer

Course description

The APM Project Management Fundamentals Qualification (PFQ) is aimed at those wishing to achieve a broad level of project management knowledge sufficient to participate in projects from individual assignments through to large capital projects. This course will prepare you to take the APM PFQ exam, providing you with the knowledge needed to pass the test as well as exam-taking tips and practice tests.

Target Audience

Individuals who will benefit from this course include:

  • Those following a career in project management
  • Team members involved in delivering projects and programs
  • Technical professionals and engineers starting out in project management
  • General managers responsible for understanding projects and programs

Course Objectives

  • Understand the basic principles and language of project management.
  • Demonstrate the structure of a successful project.
  • Be able to actively participate in a project team and make a positive contribution to any project environment.
  • Have acquired the level of understanding needed to pass the APM Project Fundamentals Qualification (PFQ) examination.
Course Outline with Assessment Criteria
Day One (Sessions 1 & 2)
Module 1: P3 Management — Project, Programme, and Portfolio Management
  • 1.1 define the term 'project'
  • 1.2 state the differences between a project and business as usual
  • 1.3 define the term 'project management'
  • 1.4 state the key purpose of project management
  • 1.5 define the terms 'programme management' and 'portfolio management', and their relationship with project management
Module 2: Project Life Cycles
  • 2.1 state the phases of a typical linear project life cycle
  • 2.2 state the phases of a typical iterative project life cycle
  • 2.3 define the term 'hybrid life cycle'
  • 2.4 define the term 'extended project life cycle'
Module 3: Business Case
  • 4.4 outline the purpose and typical content of a business case
  • 4.5 explain the role of a project sponsor and project manager in relation to developing a business case
Module 4: Organisational Role
  • 3.1 outline the project management roles and responsibilities (including the project sponsor, project manager, project governance, project team members, end users, product owner, and the project management office)
  • 5.4 outline how a project manager would use cost breakdown structures (CBS), organisational breakdown structures (OBS), and the responsibility assignment matrix (RAM)
  • Module 5: Quality Management
    • 8.1 define the term 'quality'
    • 8.2 outline the purpose of 'quality management'
    • 8.3 define the term 'quality planning'
    • 8.4 define the term 'quality control'
    • 8.5 outline the purpose of 'quality assurance'
    Module 6: Success and Benefits Management
    • 4.7 define the term 'benefits management'
    • 4.10 explain why establishing success criteria is important at the start, during, and at the handover of a project
    Module 7: Project Management Plan
    • 4.1 define the term 'deployment baseline'
    • 4.2 state how deployment baselines differ between linear and iterative life cycles
  • 4.3 outline the stakeholders of a project management plan
  • Module 8: Stakeholder Management
    • 4.6 explain how a stakeholder analysis supports effective stakeholder engagement
    Module 9: Communication
    • 9.1 define the term 'communication'
    • 9.2 outline the advantages of different communication methods (including face-to-face, physical, and virtual)
    • 9.3 outline the disadvantages of different communication methods (including face-to-face, physical, and virtual)
    • 9.4 outline the contents of a communication plan
    • 9.5 explain the benefits, to a project manager, of a communication plan
    Day Two (Sessions 3 & 4)
    Module 10: Scope Management
    • 5.1 define the term 'scope management'
    • 5.2 differentiate between scope management within linear projects and scope management within iterative projects
    • 5.3 describe how product breakdown structures (PBS) and work breakdown structures (WBS) are used to illustrate the required scope of work
    Module 11: Leadership and Team Management
    • 10.1 define the term 'leadership'
    • 10.2 explain how a project team leader can influence team performance
    • 10.3 outline the challenges to a project manager when developing and leading a project team
    • 10.4 outline how a project manager can use models to assist in team development (including Belbin and Tuckman)
    Module 12: Estimating
    • 4.8 state typical estimating methods (including analytical, analogous, parametric)
    • 4.9 outline the purpose of the estimating funnel
    Module 13: Scheduling
    • 6.1 state the purpose of scheduling
    • 6.2 state the purpose of critical path analysis
    • 6.3 state the purpose of milestones
    • 6.4 define the term 'time-boxing'
    Module 14: Resource Management
    • 6.5 outline options for resource optimisation (including resource levelling and resource smoothing)
    Module 15: Risk Management
    • 7.1 define the term 'risk'
    • 7.2 explain the purpose of risk management
    • 7.3 outline the stages of a typical risk management process (including identification, analysis, response, and closure)
    • 7.4 describe the use of the risk register
    Module 16: Issue Management
    • 7.5 define the term 'issue'
    • 7.6 outline the purpose of 'issue management'
    • 7.7 differentiate between an issue and a risk
    • 7.8 state the stages of an issue resolution process
    Module 17: Procurement
    • 6.6 define the term 'procurement strategy'
    Day Three (Sessions 5 & 6)
    Module 18: Information Management & Reporting
    • 4.11 outline the purpose and benefits of project progress reporting
    Module 19: Change Control
    • 5.5 define the terms 'configuration management' and 'change control' in the context of scope management
    • 5.7 outline the stages in a typical change control process
    Module 20: Configuration Management
    • 5.5 define the terms 'configuration management' and 'change control' in the context of scope management
    • 5.6 explain the relationship between change control and configuration management
    • 5.8 outline the activities in a typical configuration management process (including planning, identification, control, status accounting, and verification audit)
    Module 21: Project Reviews
    • 8.6 state the purpose of: decision gates, post project reviews, benefits reviews, and project audits